전략적 인적자원관리가 직무만족에 미치는 영향 : 집단적 노사협력수준의 조절효과를 중심으로

박숙희,김도근 한국기업경영학회 2014 기업경영연구 Vol.21 No.5

The purpose of this study is to investigate the influence of strategic human resource management practices on job satisfaction and to verify the effectiveness of collaborative level of labor and management between strategic human resource management and job satisfaction. Recently, the main enterprises and organizations which recognize the importance of Strategic human resource development have interest in this topic. And this subject is studied in various ways. Strategic human resource management can be defined as tools to make smart and to formulate the needs for human resources management. According to the universal approach, the elements of Strategic human resource management are specific employment, training, a reward to link performance, job design, information sharing, communication, reducing difference between level, and employment security. And the world today is acknowledging the cooperation between the labor and management as a core element in reinforcing the effectiveness of strategic human resource. To achieve the goal of this study, analysis of research was done based on the data collected from 432 samples from 53 different business organizations which are membership in the union after a research model was developed through theoretical contemplation. The analysis was done by using SPSS. And the statistical techniques used in this study were one way ANOVA, scheffe analysis, frequency analysis, reliability test, factor analysis, correlation analysis, hierarchical regression analysis. Findings from the empirical analysis of the study can be summarized as the following. First, it is found that training, job design, information sharing, communication and employment security, sub-variables of strategic human resource management affected job satisfaction of employees in positively. Second, the collaborative level of labor and management will to raise their impact between the strategic human resource management and job satisfaction. These are a reward to link performance, job design, information sharing, reducing difference between levels and employment security. On the basis of the summary, the following conclusions were drawn. The Strategic Human Resources Development is one of the main asset to strengthen organizational capacity and this creates a sustainable competitive advantage. Thus, the Strategic Human Resource Management aims to secure continual competitive advantage by developing one’s capacity to the full extent and the employment relation management must be a series of innovative integration. And the labor management cooperation will control between strategic human resource management and job satisfaction. Therefore, management and employee should work together and manage in order to enhance its efficiency. This is the main implications. 본 연구의 목적은 노동조합이 있는 기업을 대상으로 전략적 인적자원관리관행이 직무만족에 어떠한 영향을 미치는지를 파악하고, 집단적 노사협력수준이 이들의 관계를 조절하는지 여부를 살펴보고자 하는 것이다. 전략적 인적자원관리란 조직구성원들이 조직목표달성과정에서 전략적 수준에서의 인적자원관리의 필요성을 공식화하고 도구화하기 위한 모든 활동의 총합으로 정의되어진다. 전략적 인적자원관리의 접근법 중에 보편적 접근법을 따르면 선별적 채용, 광범위한 교육훈련, 성과연계보상, 참여적 직무설계, 정보공유, 의사소통, 지위격차해소, 그리고 고용보장의 정도가 전략적 인적자원관리의 개별관행으로 결정되어진다. 본 연구의 목적을 달성하기 위하여 선행 연구에 대한 이론적 고찰을 거쳐 노동조합이 있는 53개 기업, 432명으로부터 수거된 설문자료를 분석하였고 이를 통해 얻은 결과는 다음과 같다. 첫째, 전략적 인적자원관리관행 중 선별적 채용, 성과연계보상, 참여적 직무설계, 의사소통, 고용보장의 정도 등의 요인이 직무만족에 긍정적인 영향을 미치는 것으로 나타났다. 둘째, 집단적 노사협력수준이 높을수록 성과연계보상, 참여적 직무설계, 정보공유, 지위격차해소, 고용보장의 정도 등이 조직역량 강화를 위한 주요자산 중의 하나인 직무만족에 영향을 주고 나아가서 지속적인 경쟁우위를 창출 가능하게 하는 요인임을 확인시켜 주었다. 또한 집단적 노사협력수준이 전략적 인적자원관리와 직무만족과의 관계를 조절하고 있다는 사실을 검증하였고 이를 통해 전략적 인적자원관리의 구축 및 실행의 효율성을 높이기 위해서는 집단적 노사협력수준을 높여야 한다는 시사점을 보여준다

지적인적자원의 관리전략에 관한 연구

최용규 ( Choi Yong Kyu ) 한국부동산학회 2004 不動産學報 Vol.22 No.-

1. CONTENTS (1) RESEARCH OBJECTIVES This study is to build and provide a desired direction for the strategies of human resource management in land management. In order to achieve this purpose, We established the model of human resource management that would practically analyze and evaluate the correlation and influence between human resource management practices and organizational performance. (2) RESEARCH METHOD Frequency analysis, correlation analysis, regression and hierarchical regression analysis through questionnaire survey. (3) RESEARCH RESULTS The findings of the study are summarized as follows; ① Human resource management practices have direct relation on the organizational performance and culture respectively ② Human resource management practices have direct effect on the organizational commitment and turnover intention in organizational performance. But the influence between human resource management practices and job satisfaction is not significant. 2. RESULTS The strategies of human resource management in land management were as follows; ① The managerial strategies of cadastral officials, surveyors and students are to reflect deeply factors that were inflected in human resource management, organizational culture and performance ② The managerial strategies of a triangular integration are to complement thoroughly factors that have no effect on organizational performance.

기업의 인적자원관리와 경영성과의 관계에 대한 연구

박형근(Hyung-Keun Park),정영배(Young-Bae Chung) 한국산업경영시스템학회 2010 한국산업경영시스템학회지 Vol.33 No.4

This study is to identify the present condition and level of human resource administration in domestic profit and non-profit organizations, and to investigate on the relation between human resource management and management performance in enterprise. This study is to make items related to the human resource management of American Malcolm Baldrige Award’s level and management performance researching questions, investigates seven patterns of organs surveyed positively. The results are as follows: Firstly, the profit organs like manufacturing companies shows more positive than non-profit in comparison with human resource management of each organs. And a local government and public enterprise which is non-profit show to recognize human resource management is insufficient on th whole. Secondly, perception level of a medical institution, educational institution and service industry about aromaticity of human resource management by global standard shows to be positive, but the local government negative. Thirdly, the profit organ in the recognition of human resource management about details practice too, shows to be positive, while non-profit negative. Fourth, the result which compares and analyzes management performance between the similar industry overall show to recognize positive, but public enterprise negative about product, service performance and human resource management. Fifthly, the details practice of human resource administration shows to influence meaningly to all management performance. Therefore, all organizations will positively confront human resource management, make the circumstance of organization through systematic program, and promote the management performance of the organization.

경영전략 실행 관점에서 전략적 인적자원개발의 역할 탐색

정은정 ( Eun Jung Jung ) 한국인력개발학회 2013 HRD연구 Vol.15 No.3

전략적 인적자원개발은 인적자원개발이 전량경영 차원에서 실행됨으로써 조직의 전략적 목표 달성에 기여할 것으로 기대되어 왔다. 그러나 전략적 인적자원개발이 어떠한 구체적 역할을 통해 전략경영에 기여할지에 대한 논의는 미흡한 현실이다. 이에 본 연구는 경영전략 실행 관점에서 전략적 인적자원개발의 역할을 탐색하는 데 그 목적이 있다. 이를 위하여 문헌연구를 토대로 전략적 인적자원개발의 역할을 규명하고 각 역할별 하위 역할을 탐색하였다. 먼저 경영전략 실행에서 인적자원의 질이 핵심 성공 요인으로 간주된다는 점에서 경영전략 실행의 개념과 구성요소를 분석하여 시사점을 분석하였다. 다음으로 전략적 인적자원개발의 개념을 고찰하여 전략적 인적자원개발의 주요 역할을 전략적 역량관리·성과관리·변화관리로 상정하였다. 전략실행 및 인적자원개발의 추가적인 문헌분석을 통해 경영전략 실행 관점에서 각 역할별 하위 역할을 도출하고 이를 제시하였다. 더불어 이들 역할에 기반한 전략적 인적자원개발의 개념적 모형을 제안하였다. 이를 토대로 전략적 인적자원개발의 역할에 대한 학문적·실천적 시사점을 논의하였다. Although strategic human resource development has been cited as the important function of human resource development, the results of researches of strategic human resource development have not been developed in its full extent. This article diagnoses one of the reasons of this problem as not being explored the concrete role of strategic human resource development in strategic management. Because strategic human resource development is a stressed concept linking human resource development with strategic management. Accordingly, this article explores the role of strategic human resource development in strategic management, specifically, strategic implementation. The process of strategic management includes strategic planning and strategic implementation. Human resource is regarded as a key success factor of strategic implementation. In this point of view, exploring the role of strategic human resource development in strategic implementation is regarded as suitable way to suggest the definite role of strategic human resource development. To achieve this, literature of strategic implementation and strategic human resource development are analyzed. As the result of analysis of literature, three roles of strategic human resource development - strategic competency management, strategic change management, strategic performance management - and sub roles are suggested. Academic and practical suggestions are made based on the result of this article.

전략적 인적자원관리와 성과간의 관련성 연구

이용탁 한국인적자원관리학회 2005 인적자원관리연구 Vol.12 No.3

본 연구에서는 2002년도 한국노동연구원에서 조사한 「사업체 패널자료」를 활용하여 국내기업체 2,275개를 대상으로 전략적 인적자원관리와 성과간의 관련성을 검토하는데 목적을 두었다. 전략적 인적자원관리 시스템의 요소와 성과와의 관련성을 교차분석과 카이제곱 검증을 실시한 결과, 성과가 낮은 기업집단보다는 성과가 높은 기업집단에 있어서 정기적인 인력계획을 실시하고 있으며, 핵심인력 육성 프로그램의 실시, 교육훈련 전담 부서나 책임자를 두고 있으며, 정기적인 다기능훈련과 교육훈련을 실시하고 있는 것으로 나타났다. 또한 성과가 높은 기업에 있어서 다면평가제, 팀평가제, 목표관리제, 연봉제와 같은 성과와 연계된 보상체계를 활용하고 있는 것으로 나타났으며 통계적으로도 유의적인 차이를 보였다. * (재)부산인적자원개발원 연구위원, ytlee@bhrdi.or.kr인적자원관리와 경영전략의 형성과 실행과의 적합성인 전략적 인적자원관리가 성과에 유의적인 영향을 미치는 것으로 나타났다. 즉, 전략적 인적자원관리는 기업의 재무적 성과지표인 매출이익과 당기순이익에 유의적인 영향을 미치고 있다. 기업의 목표달성을 위한 경영전략의 형성과 실행은 조직의 인적자원관리와의 적합성을 가짐으로서 전략적인 방향성에 일관성을 유지할 수 있으며, 이는 성과향상으로 나타나고 있음을 실증적으로 보여주고 있다. 따라서 인적자원관리와 경영전략의 형성과 실행간의 적합성이 높을수록 기업의 성과향상으로 나타날 것이다. Strategic human resource management is concerned with creating a competitive advantage for organizations by closely aligning human resource processes, such as recruitment, selection, training, appraisal, and reward systems. Human resource management can become a competitive advantage for organizations in terms of improving organizational performance if it more closely aligns its practices with strategic management efforts. The purpose of this study is to examine the relationship between strategic human resource management and corporate performance. For the purpose, the "Workplace Panel Survey" investigated by the Korea Labor Institute in the 2002 fiscal year, was utilized for analysis. Empirical results are as follows. First, the enterprises of high performance have a periodical human planning, human resource development program, the existence of the training and development department, multiple appraisal system, management by objective, and reward system based on performance. Second, corporate performance, such as sale profit, net profit per year, is influenced by the strategic human resource management. Third, The higher the fit between human resource management and strategic formulation/implementation is, the higher the corporate performance is.

인사관리연구에 게재된 인사관리 분야 논문 분석

이상민(Lee, Sang Min),유규창(Yu, Gyu Chang),박우성(Park, Woo Sung) 한국인사관리학회 2010 조직과 인사관리연구 Vol.34 No.1

본 논문은 1979년 창립된 한국인사관리학회의 학술지인 인사관리연구의 논문들 중 인사 관리 분야 연구의 동향을 파악하고, 향후 인사관리 분야의 연구 활동이 추구해야 할 발전과제를 제시하고자 한다. 연구대상은 1980년부터 2008년까지 출간된 '인사관리연구'의 논문중 인사관리 분야의 165편 논문이며, 논문을 연구종류(개념연구, 실증연구), 연구설계(문헌 연구, 사례연구, 조사연구, 실험연구, 기타), 자료수집(설문조사, 면담이나 관찰, 실험, 2차자료 활용), 자료종류(횡단적 자료, 종단적 자료), 분석수준(개인, 집단, 조직, 조직군, 교차수준) 그리고 논문유형(인사관리 자체, 인사관리와 성과, 인사관리의 선행요인, 인사관리의 선행요인과 성과)으로 분류하여 연대별 분포를 살펴보았다. 연구의 주제는 현재 인사관리에서 다루고 있는 주요주제별로 구분하여, 인사제도 및 시스템, 보상과 평가 관리, 채용과 이직관리 그리고 인적자원개발로 연대별 비중을 비교하고, 각 주제에 크게 기여한 논문을 중심으로 이제까지 연구가 진행된 사항, 각 연구의 특징, 연구결과의 이론적 및 실천적 기여도, 연구의 한계점과 앞으로 인사관리 분야 연구의 나아갈 방향을 제시하였다. The purpose of this study is to understand the tendency of Human Resource Management and provide future direction of the study. The Korean Academy of Human Resource Management was established in 1979 and has Published the journal name of Human Resource Management. In this study, We analyzed 165 papers that were published in journal of Human Resource Management from 1980 to 2008. Articles in the journal are classified by several criteria. First, the type of study are divided into 2 categories : conceptual study, empirical study. Second, research designs are separated into 5 categories : literature review, case research method, survey date method, experimental design, and others. Third, data and methods that were used by empirical study are classified by 2 criteria: cross-sectional data and longitudinal data. Fourth, I categorized the level of study into 5 types: individual, group or team, organization, population, cross level analysis. Fifth, we added additional criteria that can explain the type of way to describe : human resource management, human resource management and outcome, preceding factor of human resource management, and preceding factor and outcome for human resource management. Using these criteria, we examined distribution of 165 articles based on period. Also we divided the topic of these study into 5 categories: human resource management practice and system, compensations and appraisal, recruitment and turnover, and human resource development, and compared importance of the topic based on period. This paper represented the history of the study has been researched, some feature of the study, practical and theoretical implications, and limitations, and necessitated future research activities based on the impact papers that have contributed to each research topic.

호텔 인적자원관리 패러다임에 따른 관리전략의 차이에 관한 연구

강종환(Jong Whan Kang),최계봉(Gae Bong Choi) 한국호텔외식관광경영학회 2002 호텔경영학연구 Vol.11 No.2

Human Resource Management has been considered as the center of Organizational strategies and effective Human Resource Management Practice has been associated with competitive organizational performance in the western countries. And yet, there seems to be lock of recognition for its significant role in the hospitality industry in South Korea. Therefore, the purpose of this study was to find out whether Human Resource Management oriented hotels perform better than Personnel Management oriented hotels in South Korea For the purpose of this study, the population were divided into two categories based on Storey(1992)`s 27 points of differences of Personnel Management and Human Resource Management. Then, the two population were compared in terms of current human resource management strategic themes based on the classification of Torrington & Hall(1995), and demographical variables are also considered. This study found that strategies of HRM oriented hotels are better in the areas of flexibility, Quality, Customer orientation, Empowerment and Continuous learning. It also suggests that if Human Resource Management practices to take effect, it requires support from corporate level of the organization in a strong manner. Although limited access to various quantitative data since the industry has long been hesitate to reveal such data, and time boundary confined the size and category of the population, it has proved the importance of Human Resource Management practice to certain extent.

뷰티산업종사자의 인적자원관리가 조직몰입에 미치는 영향

김지현(Kim, Ji Hyun),서현숙(Seo, Hyun Suk),이은희(Lee, Eun Hee) 한국디자인문화학회 2017 한국디자인문화학회지 Vol.23 No.4

본 연구는 서울지역의 뷰티산업의 종사자를 대상으로 인적자원관리와 조직몰입에 대한 상호관련성 및 각 변인간의 미치는 영향에 대해 알아보고, 그 결과를 토대로 인적자원에 대한 의존도가 높은 뷰티산업의 특성을 고려하여 인적자원의 중요성과 경영전략을 수립하고, 산업적으로 이직률을 줄이기 위한 방안을 모색하여 구성원들의 조직몰입을 높이는데 기여하고자 하는데 그 목적이 있다. 본 연구는 뷰티종사자들을 대상으로 2017년 5월 2일부터 5월 30일까지 한 달간 조사하였고 설문조사를 통해 진행되었으며, 350부 배포하여 불성실한 응답을 제외한 301부를 최종 분석에 사용하였다. 자료 분석은 SPSS ver. 21.0을 활용하여 빈도분석, 요인분석, 신뢰도분석, 일원배치분산분석, 상관관계분석, 다중회귀분석을 실시하였으며, 그 결과는 다음과 같다. 첫째, 연구대상자의 일반적 특성에 대한 결과, 근무분야는 피부에서, 근무년수는 1년 이상 - 3년 미만에서, 직급에서는 스텝(사원), 월평균 소득별로는 150만원 이상 - 250만원 미만이 가장 많은 분포도를 나타냈다. 둘째, 근무년수와 직급에 따른 인적자원관리와 조직몰입의 차이를 분석한 결과에서 인적자원의 하위요인별 역량향상, 고용안정, 몰입향상과 조직몰입의 하위요인별 규범적몰입, 지속적몰입, 정서적몰입에서 모두 통계적으로 유의한 차이를 나타냈다. 셋째, 뷰티종사자의 인적자원관리가 조직몰입의 미치는 영향을 살펴본 결과, 인적자원관리의 하위요인별 몰입향상, 역량향상, 고용안정이 높아지면 규범적몰입도 높아지는 정(+)의 영향을 미치는 것으로 나타났다. 인적자원관리 요인별 지속적몰입에 미치는 영향을 알아본 결과 몰입향상, 고용안정이 높아지면 지속적몰입도 높아지는 정(+)의 영향을 미치는 것으로 나타났다. 인적자원관리 요인별 정서적몰입에 미치는 영향을 알아본 결과 몰입향상이 높아지면 정서적몰입 요인도 높아지는 정(+)의 영향을 미치는 것으로 나타났다. 넷째, 뷰티종사자의 인적자원 관리와 조직몰입의 상관관계를 살펴본 결과, 뷰티종자사의 규범적몰입은 몰입향상, 역량향상, 고용안정의 순으로 정(+)의 상호관련성을 나타냈고, 지속적몰입는 몰입향상, 역량향상, 고용안정의 순으로 정(+)의 상관이 나타났으며, 정서적몰입은 몰입향상, 역량향상, 고용안정의 순으로 정(+)의 상관이 나타났다. The purpose of this study is to investigate correlation between human resource management and organizational commitment among beauty industry professionals and their effects on different variables and provide data that can help understand importance of human resources, build management strategy, and reduce the turnover rate in the industry by improving organizational commitment among employees, considering the high level of dependence of the industry on human resources. This study conducted a survey between May 2 and May 30, 2017 among beauty industry professionals, by distributing 350 copies of questionnaire. Excluding inadequate responses, 301 copies were used for the final analysis, which was conducted by using SPSS ver. 21.0 based on frequency analysis, factor analysis, reliability analysis, one-way ANOVA, correlation analysis, and multiple regression analysis. The result was as follows: first, regarding general characteristics of the subjects, the majority of them were working in skincare, with one to three years of experience, as a staff member, and earned 1.5million to 2.5million KRW as monthly income, on average. Second, analysis of difference in human resource management and organizational commitment according to the working years and position showed that there was a statistically significant difference in competency and job security improvement according to the sub-factors of human resource management, and normative commitment, continuous involvement, and affirmative involvement according to the sub-factors of organizational commitment. Third, regarding the effect of human resource management on organizational commitment among beauty industry professionals, increase of involvement, competency, and job security, which are sub-factors of human resource management led to increase of normative commitment, indicating a positive correlation. Regarding the effects of different factors of human resource management on continuous involvement, increase of involvement and job security led to increase of continuous involvement, indicating a positive correlation. Regarding the effects of different factors of human resource management on affirmative involvement, increase of involvement led to increase of affirmative involvement, indicating a positive correlation. Fourth, analysis of the correlation between human resource management and organizational commitment among beauty industry professionals showed that normative commitment of beauty industry professionals had a positive correlation with involvement improvement, competency improvement, and job security in the order; continuous involvement had a positive correlation with involvement improvement, competency improvement, and job security in the order, and affirmative involvement had a positive correlation with involvement improvement, competency improvement, and job security in the order.

인적자원개발전략과 경영성과간의 영향관계에 대한 추론적 모델 연구

임외석 한국기업경영학회 2013 기업경영연구 Vol.20 No.6

The Canon is well known as an innovative HR system among the Japanese companies. It is the main purpose of this paper that is presented the inferential model on the relationship between the human resource development strategy and business performance after systematic analysis through the exploratory method by the literature for the overall system and the features of the Canon’s human resource development system. It is secondly purpose of this paper that provide useful data when the corporate build and operate the human resource development strategy and the human resource development system, and when researchers carry out research related to these. To this end, the relevant previous studies and the framework for analysis will be presented in the first part of this paper. Nextly, human resource development strategy was presented having a base of the business philosophy and corporate strategies of Canon, and the organization and activities of Canon Human Resources Development Center and Canon Monozukuri HR Development Center was introduced as the systems to develope human resources. Then Canon’s business performance was presented by the sales and net income in the 1996-2012 and the global ranking of market capitalization and sales, and the global ranking of the number of patents registered in the U.S. Finally, an Inferential Model and some propositions for the relations between human resource strategy and business performance was presented through analysis data given above, such as the relations among the growth needs and growth opportunities of members and the excellent human resource, and the excellent company. It is first proposition that member’s growth needs realized efficiently according to growth opportunity provided in the organization. It is second proposition that members can make easy effort to grow when they has their growth needs and growth opportunity in the organization. It is third proposition that we can develop and cultivate the excellent human resource when members’ growth needs was realized through growth opportunity in the organization. It is forth proposition that excellent company is ultimately formed by excellent human resources developed and cultivated when members’ growth needs was realized through growth opportunity provided in the organization. The summary of paper was presented with some of implications and the limitation of this study in the conclusion. It is first implication that we must be first cultivate and develop excellent human resource to glow excellent company. It is second implication that excellent global company introduce early and operate systematically and continuously opportunity or field such as Canon Human Resource Development Center and Canon Monozukuri HR Development Center. It is the limitation of this study that the inferential model and propositions was drew through only canon’s case analysis and then couldn’t generalized the inferential model and propositions. Nextly I will make up for this limitation of study with many companies for case analysis. 본 연구는 일본 기업 가운데 혁신적 인사제도로 잘 알려진 캐논의 인적자원개발전략을 중심으로, 캐논의 인적자원개발시스템에 대한 전반적인 체계와 특징을 문헌에 의한 탐색적 방법을 통해 체계적으로 분석한 뒤, 인적자원개발전략과 경영성과간의 영향관계에 대한 추론적 모델을 도출하여 제시하는 데에 주된 목적이 있다. 아울러 기업이 인적자원개발전략을 수립하여 인적자원개발시스템을 실제로 구축하고 운영하고자 할 때나 연구자들이 관련 연구를 수행하고자 할 때 도움이 될 수 있는 자료를 제공하는 것이 부차적인 목적이다. 이를 위해 먼저 관련 선행연구들을 간략하게 살펴본 뒤, 본 연구의 분석틀을 설계하였다. 그 다음 캐논의 인적자원개발전략을 캐논의 경영이념과 전사적 경영전략과 연계하여 분석한 뒤, 인적자원을 개발하기 위한 시스템으로서 인재개발센터와 생산직인재육성센터의 구성과 활동을 살펴보았다. 이어서 캐논의 경영성과(business performance)를 1996년부터 2012년까지의 매출액과 순이익, 시가총액과 매출액 등을 기준으로 한 글로벌 랭킹, 미국 특허등록 건수의 랭킹(2003년~2012년 기준)을 통해서 살펴보았으며, 끝으로 이러한 일련의 분석 자료를 바탕으로 ‘구성원의 성장욕구와 조직의 성장기회→구성원의 성장노력→Excellent HR→Excellent Company’라는 ‘HR전략과 경영성과간의 영향관계’에 대한 추론적 모델과 몇몇 명제들을 도출하여 제시하였다. 결론 부분에서는 본 연구의 요약, 시사점, 연구의 한계점 등을 정리하여 제시하였다.

인적자원 아웃소싱의 효과성에 관한 연구

차성호(Cha, Sung-Ho),양동훈(Yang, Dong-Hoon) 대한경영학회 2011 大韓經營學會誌 Vol.24 No.5